During times of peace, executives can move more slowly and ensure that everybody is on board with key decisions, he said during the June meeting, according to people familiar with the remarks. But with Facebook under siege from lawmakers, investors and angry users, he needed to act more decisively, the people said... The 34-year-old CEO believes Facebook didn’t move quickly enough at key moments this year and increasingly is pressing senior executives to “make progress faster” on resolving problems such as slowing user growth and securing the platform, said people familiar with the matter. Mr. Zuckerberg also at times has expressed frustration at how the company managed the waves of criticism it faced this year... On Friday, that tension was on display when, during a question-and-answer session with employees at Facebook’s headquarters in Menlo Park, Calif., he blasted a fresh round of critical news coverage as “bullshit,” according to the people familiar with the remarks.
One employee at the session asked if Facebook could deter leaks by publishing an internal report about how frequently offenders are found and fired. Mr. Zuckerberg said Facebook does fire leakers, but the root cause was “bad morale” perpetuated by attacks in the media... He believes this tougher management style is necessary to tackle challenges being raised both internally and externally, according to a person familiar with his thinking... Mr. Zuckerberg’s new posture could trouble those who feel his “move fast, break things” mantra from Facebook’s early days contributed to many of the company’s current problems. It also has led to confrontations with some of his top reports, including Ms. Sandberg, who has long had considerable autonomy over the Facebook teams that control communications and policy... This spring, Mr. Zuckerberg told Ms. Sandberg, 49, that he blamed her and her teams for the public fallout over Cambridge AnalyticaMs. Sandberg later confided in friends that the exchange rattled her, and she wondered if she should be worried about her job.
.. Mr. Zuckerberg also has told Ms. Sandberg she should have been more aggressive in allocating resources to review troublesome content on the site
.. The heads of some other key Facebook units didn’t survive conflicts with Mr. Zuckerberg.
.. The co-founders of WhatsApp likewise left after disagreements with Mr. Zuckerberg over how to generate more revenue from the messaging-service
.. More recently, Mr. Zuckerberg forced out Brendan Iribe, co-founder of Oculus VR, in part because of a disagreement about the future of the Oculus Rift virtual-reality headset
.. Facebook remains hugely profitable, with net income of more than $5 billion in the third quarter, but its margins are under pressure in part because of its increased spending on security.
.. Mr. Zuckerberg has said Facebook is in the midst of a three-year turnaround ending in 2019 to strengthen its defenses against the risks posed by having an open platform.
.. All told, about a dozen senior or highly visible executives disclosed their resignations or left Facebook in 2018. In May, Facebook announced a major reshuffling of top product executives in a way that helped free up Mr. Zuckerberg to oversee a broader portfolio within the company.
.. This turmoil at the top of Facebook has made it difficult for the company to execute on some product decisions and shore up employee morale, which has been sinking over the last year along with the stock price, which has fallen 36% since its peak. Many employees are frustrated by the bad press and constant reorganizations, including of the security team, which can disrupt their work, according to current and former employees.
.. Scrutiny of Facebook has only escalated in the past week after the New York Times reported its use of opposition-research firms tasked with exposing critical information about Facebook’s detractors, including one called Definers Public Affairs. Ms. Sandberg and Mr. Zuckerberg both said the decision to employ the firm was made by Facebook’s communications officials.
Support for her cooled due to antic statements, intellectual thinness and general strangeness.
The president has been understandably confident in his supporters. They appreciate his efforts, admire his accomplishments (Justice Neil Gorsuch, ISIS’ setbacks), claim bragging rights for possibly related occurrences (the stock market’s rise), and feel sympathy for him as an outsider up against the swamp. They see his roughness as evidence of his authenticity, so he doesn’t freak them out every day. In this they are like Sarah Palin’s supporters, who saw her lack of intellectual polish as proof of sincerity. At her height, in 2008, she had almost the entire Republican Party behind her, and was pushed forward most forcefully by those who went on to lead Never Trump. But in time she lost her place through antic statements, intellectual thinness and general strangeness.
The same may well happen—or be happening—with Donald Trump.
One reason is that there is no hard constituency in America for political incompetence, and that is what he continues to demonstrate.
He proceeds each day with the confidence of one who thinks his foundation firm when it’s not—it’s shaky. His job is to build support, win people over through persuasion, and score some legislative victories that will encourage a public sense that he is competent, even talented. The story of this presidency so far is his inability to do this. He thwarts himself daily with his dramas. In the thwarting he does something unusual: He gives his own supporters no cover. They back him at some personal cost, in workplace conversations and at family gatherings.
.. He acts as if he takes them for granted. He does not dance with the ones that brung him.
.. Soon after, Mr. Trump called Myeshia Johnson, widow of Army sergeant La David T. Johnson, and reached her in the car on the way to receive her husband’s casket. Someone put the call on speakerphone. A Democratic congresswoman in the car later charged that Trump had been disrespectful. In fairness, if the congresswoman quoted him accurately, it is quite possible that “He knew what he was signing up for” meant, in the president’s mind, “He heroically signed up to put his life on the line for his country,”
.. Mr. Kelly, in a remarkable White House briefing Thursday, recounted what Gen. Joseph Dunford, now chairman of the Joint Chiefs of Staff, had told then-Gen. Kelly in 2010, when Robert died: “He was doing exactly what he wanted to do. . . . He knew what he was getting into by joining that 1%. He knew what the possibilities were, because we were at war.”
.. It was unfortunate that when the controversy erupted, the president defaulted to anger, and tweets. News stories were illustrated everywhere by the picture of the beautiful young widow sobbing as she leaned on her husband’s flag-draped casket. Those are the real stakes and that is the real story, not some jerky sideshow about which presidents called which grieving families more often.
.. This week Sen. John McCain famously gave a speech in Philadelphia slamming the administration’s foreign-policy philosophy as a “half-baked, spurious nationalism cooked up by people who would rather find scapegoats than solve problems.”
.. There are many ways presidents can respond to such criticism—thoughtfully, with wit or an incisive rejoinder.Mr. Trump went on Chris Plante’s radio show to tell Sen. McCain he’d better watch it. “People have to be careful because at some point I fight back,” he said. “I’m being very nice. I’m being very, very nice. But at some point I fight back, and it won’t be pretty.”
.. FDR, Teddy Roosevelt and Ronald Reagan were pretty tough hombres, but they always managed to sound like presidents and not, say, John Gotti.
.. Mr. McCain, suffering from cancer, evoked in his reply his experience as a prisoner of war: “I’ve faced far greater challenges than this.”
That, actually, is how presidents talk.
.. I get a lot of mail saying this is all about style—people pick on Mr. Trump because he isn’t smooth, doesn’t say the right words. “But we understand him.” “Get over these antiquated ideas of public dignity, we’re long past that.” But the problem is not style. A gruff, awkward, inelegant style wedded to maturity and seriousness of purpose would be powerful in America. Mr. Trump’s problem has to do with something deeper—showing forbearance, patience, sympathy; revealing the human qualities people appreciate seeing in a political leader because they suggest a reliable inner stature.
.. the president absolutely has to win on tax reform after his embarrassing loss on ObamaCare. He shouldn’t be in this position, with his back to the wall.